BBA 440 Chapter 7 vocabulary.txt

a high-ranking manager directly responsible for fostering employee learning and development within the firm

examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed.

Process of determining what the content of a training program should be on the basis of a study of the tasks and duties involved in the job.

Analysis of the sets of skills and knowledge needed for decision-oriented and knowledge �intensive jobs

Determination of the specific individuals who need training.

Desired outcomes of a training program

Programs that award employees �on the spot� when they do something particularly well during training or on the job

A technique that operates on the principle that behavior that is rewarded, or positively reinforced, will be exhibited more frequently in the future whereas behavior that is penalized or unrewarded will decrease in frequency

A method by which employees are given hands-on experience with instructions from their supervisor or other trainer

System of training in which a worker entering the skilled trades is given thorough instruction and experience, both on and off the job, in the practical and theoretical aspects of work.

A training program that combines practical on-the-job experience with formal educational classes.

• Programs jointly sponsored by colleges, universities and other organizations that offer students the opportunity to gain real-life experience while allowing them to find out how they will perform in work organizations.
• Blended learning
• The use of multiple training methods to achieve optimal learning on the part of trainees.

learning that takes place vial electronic media

training delivered to trainees when and where they need it to do their jobs, usually via computer or the internet.

On-line system that provides a variety of assessment, communication, teaching and learning opportunities

An approach that demonstrates desired behavior and gives trainees the chance to practice and role-play those behaviors and receive feedback

Effective application of principles learned to what is required on the job.

The process of measuring one�s own services and practices against the recognized leaders in order to identify areas for improvement.

Formal process of familiarizing new employees with the organization, their jobs, and their work units.

Process of training employees to do multiple jobs within an organization.

A high-ranking manager directly responsible for fostering the ethical climate within the firm.

• 1. Needs Assessment
• 2. Design
• 3. Implementation
• 4. Evaluation

• 1. Organizational analysis
• 2. Task analysis
• 3. Person analysis

• 1. Use positive reinforcement
• 2. Eliminate threats and punishments
• 3. Be flexible
• 4. Have participants set personal goals
• 5. Design interesting instruction
• 6. Break down physical and psychological obstacles to learning

• 1. Goal setting
• 2. individual differences
• 3. Active practice and participation
• 4. Whole versus part learning
• 5. Mass versus distributed learning
• 6. Feedback and reinforcement
• 7. Meaningfulness of presentation
• 8. Modeling
• Characteristics of instructors
• 1. Knowledge of Subject
• 2. Adaptability
• 3. Sincerity
• 4. Sense of humor
• 5. Interest
• 6. Clear instruction
• 7. Individual assistance
• 8. Enthusiasm

• 1. Prepare
• 2. Reassure
• 3. Orient
• 4. Perform
• 5. Evaluate
• 6. Reinforce & Review

• 1. Coaching
• 2. Understudy assignments
• 3. Job rotation
• 4. Lateral transfer
• 5. Special projects and junior boards
• 6. Action warnings
• 7. Staff meetings
• 8. Planned career progressions

• 1. On-the job experiences
• 2. Seminars & conferences
• 3. Case studies
• 4. Management games and simulations
• 5. Role playing
• 6. Behavior modeling

• 1. Reactions
• 2. Learning
• 3. Results
• 4. Behavior

• 1. Lower turnover
• 2. Increased productivity
• 3. Improved employee moral
• 4. Lower recruiting and training costs
• 5. Facilitation of learning
• 6. Reduces new employees anxiety

• 1. Organization analysis
• 2. Task analysis
• 3. Person analysis

• 1. Instructional objectives
• 2. Trainee readiness
• 3. Learning principles

• 1. On-the-job methods
• 2. Off-the job methods
• 3. Management development

• 1. Reactions
• 2. Learning
• 3. Behavior (transfer)
• 4. Results